Balanced Scorecard Design Research Articles

Innovation using dynamic balanced scorecard design as an industrial safety management system in a company in the mining metallurgical sector

Over the years, industrial safety management in Peru's metallurgical mining sector has become a business problem with no acceptable solution. Annual statistics reveal an average of 60–70 fatal accidents in companies in this sector. This paper proposes using the Systemic Methodology to Develop and Maintain a Dynamic Balanced Scorecard MSDBSC-EM) to be used in the industrial safety management of the safety department of a Peruvian company in the metallurgical mining sector. This methodology was created at the Instituto Andino de Sistemas - IAS of Peru and combines the criteria of the Balanced Scorecard with the modeling of System Dynamics and contributions of the Soft System Methodology. This proposal demonstrates that dynamic simulation facilitates organizational learning and allows the designing of action plans in the present to manage the future. Also, modeling and computer tools facilitate the development and implementation of prototypes, which can be used to analyze required scenarios through pleasant and easy-to-use environments. In this sense, a dynamic model of key performance indicators of objectives, goals and initiatives was developed and four scenarios (A, B, C and D) were analyzed, from which it can be observed that the degree of commitment and leadership with the Industrial safety affects the increase in the level of preventive culture, which in turn favors the prevention of risks and the achievement of tangible objectives in industrial safety, evident in the drastic decrease in the occurrence of accidents and occupational diseases, and this is achieved to the extent that the personnel have the necessary competencies, which in turn is obtained through constant comprehensive training and the appropriate selection of personnel. On the other hand, the operating budget of the security department is a limiting factor in achieving these criteria. Another important aspect is the degree of existing communication, which affects the increase in the level of preventive culture.

Innovation capability as a survival strategy for MSMEs during the economic recovery from the COVID-19 pandemic

This study aims to analyze the effect of organizational learning on organizational performance and innovation ability’s moderating variables on the effect of organizational learning on organizational performance. A quantitative approach is used that focuses on hypothesis testing and measurable data and produces generalizable conclusions. The analysis technique used is structural equation modeling (SEM). The contribution of this research is unique because it gives a more specific balanced score card design for micro, small and medium enterprise (MSME) performance to capture dimensions not revealed in existing studies. The results of this study show that organizational learning (exploitation, exploration and ambidexterity) has a positive effect on innovation capability, and vice versa. The theoretical implication of this research is that it offers a broad perspective on how MSMEs function in a pandemic and the tactics they use to overcome adversity and become resilient. Organizational learning and innovation are the two variable components in this study and are utilized as the main drivers of small and medium-sized enterprise (SME) performance. This research has implications for entrepreneurs, as SMEs can apply the findings to enhance their business performance.

Building Competitive Advantage Through Strategy Map and Balanced Scorecard in Improving Company Performance

The purpose of this research is to identify strategy maps for PT. TA company based on the problems faced by the company, to identify the right balanced scorecard design for PT. TA, to find out the best competitive strategy that can be used by PT. TA to be able to compete with other heavy equipment rental companies in Central Java. The research approach used is a qualitative research method. The results show PT. TA faces problems of dependence on a single product, low production efficiency, and high production costs. To overcome this, they can implement several strategies. First, they can open new markets or explore markets that have not been optimally exploited through a map strategy. In addition, they can also develop new products or product variations of existing products, as well as product diversification. In addition, companies need to improve production processes, increase the efficiency of resource use, improve product quality, and improve production technology in order to reduce high production costs and increase production efficiency. By implementing these strategies, PT. TA can increase competitiveness and ensure the continuity of the company's business in the long term. PT. TA can adopt a Balanced Scorecard (BSC) design to continuously monitor strategy implementation. By using BSC, companies can ensure that all important aspects of business are well integrated in the company's strategy. Business goals can be achieved in a directed and measurable manner through the implementation of the BSC.

Balanced Scorecard Design at PT X Construction Services Company

This thesis aims to design a balanced scorecard for PT X, a family-owned construction company which has yet to implement a quantifiable performance evaluation system. The decision to use balanced scorecard is based on the company’s need to create an understanding of its strategy across the company ranks, and to help with strategy execution. This research is conducted based on qualitative methodology, with case study approach. Data collection is done through in-depth interview with the company’s director and managerial staff to better understand the company’s strategic objectives and to set targets based on company’s capability. Data analysis found 13 strategic objectives and 28 indicators across the four perspectives of balanced scorecard.

Design of Balanced Scorecard as a School’s Performance Measurement

For schools as educational institutions, it is essential to identify their conditions and determine the right strategy for their sustainability. The research aimed to design the Balanced Scorecard (BSC) as a performance measurement tool at Sekolah XYZ. The research applied a qualitative method with Simple Research Design (SRD) as an analytical model. For data analysis, the research applied the stages of preparation in BSC. The primary data collection method was conducted through interviews with five key informants. The measurement indicators consisted of five indicators from a financial perspective (weight: 25%), three indicators from a customer perspective (weight: 25%), nine indicators from an internal business process perspective (weight: 30%), and five measurement indicators from the learning and growth perspective (weight: 20%). In addition, the BSC design was equipped with a validation system and an evaluation system to support the BSC implementation at Sekolah XYZ. The results show that based on the vision and mission of the organization, there are 12 objective strategies to be achieved, with 22 measurement indicators that are appropriately implemented at Sekolah XYZs. The BSC at Sekolah XYZ is necessary to be designed so its management can easily trace and find the causes of the school’s success or failure. The results of the BSC design at Sekolah XYZ can be used as recommendations for other schools that want to implement BSC, with adjustments according to the conditions of each school.

Design and Implementation of Balanced Scorecard for Maintenance Department at Hajj Terminal, King Abdulaziz Airport

This report is about the design and implementation of a PAX system, PAX system is a Balance Scorecard (BSC) for maintenance department of PPMDC (Port Projects Management & Development Company) at Hajj Terminals, King Abdulaziz Airport. It monitors customer satisfaction, optimum service availability, the compliance of maintenance practice to GACA quality standards, maintenance department expense, spare part management, and enhancement of employees’ skills, experience, and knowledge. The research uses a descriptive design surveys and formulas to assess scores, future target and suggests crucial initiatives to attain desired goals. Applying BSC, passenger journey satisfaction score indicator is 94.4% and a two-year projection of 96% and 98%. It achieved total quality standards compliance with General Authority of Civil Aviation Service quality standards (GACA) the indicator for current estimate of 4.55/5 Civil and for two successive years are estimated to be 4.60/5 and 4.65/5. The PAX systems availability indicator is 98.8% and projected 99% (for the second year). While internal process indicator was estimated at 94% and projected at 96 % in the sconed year. Department expenses indicator was 97 % for this year, while expected to be reduced at 95 % in the second year. Spare part inventory management measured at 88.3% and projected 90% for the second year. Lastly, for learning and growth indicator, the team’ skills and experience is estimate at 95% and anticipated to grow to 96% in the short term.

The Evolution of Balanced Scorecard in Healthcare: A Systematic Review of Its Design, Implementation, Use, and Review.

During the last few years, the interest in performance measurement increased within the healthcare sector. Due to the COVID-19 pandemic, healthcare systems needed to boost performance measurement systems to become more resilient and improve their capability in monitoring key performance indicators. Since the 1990s, the Balanced Scorecard (BSC) model has been widely used among private and public organizations as it is the most adopted model to measure performance. The current paper aims at understanding the evolution of BSC in healthcare. The systematic literature review has been carried out by searching keywords according to PRISMA guidelines. By analyzing papers through one classification of BSC adoption phases, the results reveal that studies focused mainly on the BSC design process, rather than BSC implementation, use, or review. However, there is no agreement about the perspectives to be adopted in healthcare. Concerning BSC implementation and use, on one side especially leadership, culture and communication enable the BSC implementation. On the other side, monitoring and strategic decision-making are the most widespread objectives for using BSC. Concerning BSC review, however, the paper highlights a need for additional research. Finally, the paper provides further research opportunities concerning the phases suitable for implementing a BSC in healthcare.

Diffusion of the Balanced Scorecard: motives for adoption, design choices, organisational fit, and consequences

ABSTRACT The purpose of this exploratory study is to understand how the motives behind a Balanced Scorecard (BSC) adoption affect the BSC's design, organisational fit, and consequences from a diffusion theory perspective. Using semi-structured interviews, we follow up on three organisations that are long-term adopters of the BSC. We find that the motives for adopting the BSC do not follow the conventional model whereby early adopters have economic (rational) and late adopters non-economic (social) motives, but that these motives interact during the diffusion process. These organisations reframed the BSC and bundled it with other practices to achieve a better cultural, technical and political fit (i.e. top-management-related factors and IT systems). Cultural misfits are the most formative and can overpower technical and political aspects of fit. This has led to management practices that differ from the original design of the BSC. Also, we critically assess consequences of the BSC adoptions. Even adopters emphasising economic motives for adopting the BSC did not attempt to assess its ex-post financial impact. Thereby, our study contributes a critical view on fashionable management innovations.

Balanced Scorecard Analysis (BSC) for Performance Measurement at PT. Kompas Gramedia Circulation

The purpose of this study is to demonstrate the design of the Balanced Scorecard in the largest daily newspaper company in eastern Indonesia and to describe the causal relationship of strategic objectives on the Strategy Map to achieve the company's vision and mission. This research uses a qualitative case study approach. Data obtained by semi-structured interviews from several informants related to the preparation of strategic objectives in daily newspaper companies. The formulation of strategic objectives is identified through the elaboration of the vision and mission of PT. SKG. After that, the identified strategic objectives are defined into the Balanced Scorecard. The author uses the SKG daily newspaper company because PT.SKG does not have a framework that links the strategic objectives according to the vision and mission of PT.SKG. The results of this study indicate that the balanced scorecard design at PT.SKG produces 14 strategic objectives. The customer perspective has 2 strategic objectives. The strategic goal setting from the perspective in the Balanced Scorecard is appropriate and in line with the company's vision and mission. The flow of the cause and effect relationship with the company's strategic objectives is contained in the Strategy Map.

RANCANGAN BALANCED SCORECARD DALAM PENCAPAIAN SASARAN STRATEGIK

Introduction: This study to help the company evaluate the implementation strategies its is intended to design performance measurement using balanced scorecard in a light brick manufacturing company.Methods: This study uses uses qualitative in collecting data methods for designing Balanced ScorecardResults: The results showed that the company had a vision, mission, and strategy in making light bricks but it had not yet been translated into action. In the financial perspective the company driven by strategic goals in the form of increased revenue and cost efficiency. On the perspective of its target customers is the improvement of product quality and customer service as well as the reputation and image of the company. On the internal perspective is production planning, partnerships with suppliers, market and customer service capacity. The learning and growth perspective on implementation of corporate values, development of human resources, and development of an integrated information system is its target.Conclusion and suggestion: Balanced scorecard design is expected to assist companies in implementing it properly.

Design of IT Balanced Scorecard In PT. Putra Mulia Telecommunication to Support of Information System and Technology Infrastructure Development

Design of IT Balanced Scorecard In PT. Putra Mulia Telecommunication to Support of Information System and Technology Infrastructure Development

Implementation of balanced scorecard in Vietnamese enteprises

Balanced scorecard is a highly effective method for performance measurement and strategic management in organizations and enterprises. The number of companies applying this method in Vietnam currently is not very high. For this reason, this paper aims to determine key factors for success when implementing balanced scorecard in Vietnamese enterprises. Then, it assesses the possibility for applying the method in companies who are planning to apply it. The data was collected from a survey of 6 companies who have applied balanced scorecard successfully and 19 companies who want to apply it. The data analysis result from the 6companies who have had success with the balanced scorecard shows four major success factors, including balanced scorecard usefulness, balanced scorecard design, company human resource capacity, and balanced scorecard implementation process. Then, these factors were applied into 19 companies who have interest in implement the balanced scorecard to evaluate the ability to apply balanced scorecard. The result show that senior leaders’ point of views, strategy planning and execution, performance assessment, human resource capacity, and operation management of the company could affect to balanced scorecard implementation. Therefore, business leaders need to focus on these factors in order to successfully implement balanced scorecard in Vietnamese enterprises. Qualitative analysis were applied in this study.

The Application of the Balanced Scorecard as a Method of Implementing Strategies in an Effort to Improve the Performance of the University of Timor

This study aims to find out Knowing 1) the application of balance scoreCard by translating the vision, mission of the University of Timor based on four perspectives, 2) Measuring the performance of the University of Timor based on the balanced scorecard perspective. This research is qualitative research. The sample in this study was 316 respondents consisting of lecturers, students and alumni of the University of Timor and using random sampling techniques. Data were analyzed by qualitative analysis methods. The results of the study show that translating vision and mission into four perspectives (financial, customer, internal business and growth and learning) results in a balanced scorecard design which is a proposed work program at the University of Timor. While performance measurement uses four perspectives on the balanced scorecard; the customer's perspective according to students reaches 2716 points is categorized as not good. 1711 points for the lecturer's internal business perspective are said quite well. 1004 points for the perspective of growth and learning of lecturers are quite well. 1800 points for the growth and learning perspective of administrative staff are categorized quite well. 541 points for the financial perspective of University of Timor officials are also categorized quite well

PENGARUH PENGETAHUAN NASABAH DAN KUALITAS LAYANAN TERHADAP MINAT INDIVIDU PENGGUNA INTERNET BANKING BANJARMASIN

PT. Natra Raya company is licensed by Catterpillar Inc. to produce the Caterpillar heavy equipment. The challenge in seizing market share requires companies to provide competitive prices. The increase in raw material prices, employee wages, transportation costs, charges the company more. The use of Balanced Scorecard on performance measurement helps companies create a comprehensive performance measurement system to measure company performance to be more efficient. This study uses two methods of analysis. The process of making a balanced scorecard design uses quantitative analysis while qualitative used to calculate process, measuring Key performance Indicators weight and performance range. The results of the survey with the balanced scorecard approach show that the performance of PT. Natra Raya is good with an index number of 103.4% (green code). The balanced scorecard method shows that the performance of PT. Natra Raya cannot only be measured in a limited way. This method can show that there are parts of the indicator that need special attention, namely KPIs with poor performance evaluation results shown in the sub-KPI of employee capability due to the KPI's focus on resources getting a bad score. The sub-KPI, when completing the project, gets a poor performance evaluation result, but outside of the three sub-KPIs, the results of PT. Natra Raya is good and very good.

PENGEMBANGAN RANCANGAN DAN PENGUKURAN KINERJA PERUSAHAAN DENGAN PENDEKATAN BALANCED SCORECARD (Studi Kasus di PT. Natra Raya)

PT. Natra Raya company is licensed by Catterpillar Inc. to produce the Caterpillar heavy equipment. The challenge in seizing market share requires companies to provide competitive prices. The increase in raw material prices, employee wages, transportation costs, charges the company more. The use of Balanced Scorecard on performance measurement helps companies create a comprehensive performance measurement system to measure company performance to be more efficient. This study uses two methods of analysis. The process of making a balanced scorecard design uses quantitative analysis while qualitative used to calculate process, measuring Key performance Indicators weight and performance range. The results of the survey with the balanced scorecard approach show that the performance of PT. Natra Raya is good with an index number of 103.4% (green code). The balanced scorecard method shows that the performance of PT. Natra Raya cannot only be measured in a limited way. This method can show that there are parts of the indicator that need special attention, namely KPIs with poor performance evaluation results shown in the sub-KPI of employee capability due to the KPI's focus on resources getting a bad score. The sub-KPI, when completing the project, gets a poor performance evaluation result, but outside of the three sub-KPIs, the results of PT. Natra Raya is good and very good.

VILLAGE FUND: A BALANCED SCORECARD APPROACH

In public sector organizations the Balanced Scorecard (BSC) is not only used as a tool to assess current performance, BSC can also be used to determine performance targets in the future. The performance is certainly in the form of public service products that are directly acceptable and felt by the community. In village government as organizations that receive Dana Desa program, the implementation of the BSC must be supported by the application of the Dana Desa principle so that the Dana Desa can be used in accordance with its objectives. The purpose of this study is to assess the performance of Bojong Kulur Village in allocating Dana Desa which can then be used as an evaluation material for a better Bojong Kulur Village performance. Data collection techniques for this study were carried out by observation, documentation, interviews, as well as distributing questionnaires to the community and the Bojong Kulur Village apparatus. The results of this study are the balanced scorecard design that provides strategic initiatives as an action to improve organizational performance that can be used by Bojong Kulur Village as a performance evaluation related to the allocation of Dana Desa to be in accordance with its principles.

Comprehensive performance measurement systems design and organizational effectiveness

PurposeThe purpose of this paper is to provide empirical evidence regarding the relationship between the level of comprehensiveness of a performance measurement system (PMS) and its respective organizational effectiveness. The extant literature has highlighted that a PMS may successfully contribute to the implementation of the organizational strategy, with the balanced scorecard (BSC) serving as an exemplar of a strategy performance management tool and playing a primary role to this end. However, the reasons for the overall high rate of failure in the implementation of the BSC remain unexplained and, to date, little empirical research exists regarding the design of PMSs such as the BSC and its constituent elements.Design/methodology/approachUsing a survey of 103 Italian managers, the paper advances a model describing a comprehensive BSC design, after identifying the key attributes from the performance management literature. Data were analyzed using cluster analysis and multiple regression analysis.FindingsResults suggest that organizations are implementing the BSC following two different approaches, which vary from a less comprehensive to a more comprehensive design. More importantly, the BSC design explains variation across three organizational effectiveness measures: improvements in translating the organizational strategy into operational goals, understanding cause–effect relationships and enhancing internal communication among employees.Originality/valueThe paper builds on and extends the previous literature on performance management in two ways. First, via a literature review, it introduces a model describing a comprehensive BSC design, which includes 12 attributes. Second, it demonstrates that organizational effectiveness varies positively with the level of comprehensiveness of the BSC design.

Strategy Map dan Rancangan Balanced Scorecard PT. DPI

This research aims to compile and designing Strategy Map and Balanced Scorecard on PT. DPI in order to achieve the objective of becoming an international organization or world class company. According to David P. Norton which had been quoted by Mathews (2007), Balanced Scorecard is precise methodologies to develop measurement which is capable to describe the organization’s strategy. Development of Strategy Map is the key to design effective Balanced Scorecard. The analysis result stated that the Strategy Map of PT. DPI could be compiled by virtue of the strategic issues in the corporate level, meanwhile for the Balanced Scorecard design consists of four perspectives in which financial perspective to improve the ROI of strategic objective by increasing revenue from existing product and new product. Customer perspective, with the strategic objective of customer satisfaction, increased market share by retaining existing customers and add new customers. Internal Business Process Perspective, with a strategic objective of developing superior products, innovative and sophisticated, improved customer relationship management. Learning and Growth Perspective, with strategic objectives to improve the quality, professionalism of human resources DPI, to develop a conducive climate in DPI (improve DPI climate).

To the Question of the Balanced Scorecard System Modelling in the Context of Libraries (Using the Example of the Republican Medical Library-Information Center)

Balanced scorecard (BSC) is widely used to achieve strategic objectives, ensure the efficient operation and successful development of enterprises, institutions and organizations. Multiple information sources describe different approaches to BSC design and models created on the basis of these approaches. Introduction and subsequent functioning of the Quality management system in the Republican Medical Library-Information Center (RMLIC) in Kazan (Republic of Tatarstan) has led to the need for such BSC in the institution, which would have ensured the proper quality of its products and services. However, the analysis of publications revealed the absence of the models for bibliographic and information activities suitable for practical use at the moment.It was decided to develop the conceptual model of BSC, basing on the international and own experience and considering specific features of RMLIC area. The article describes the advantages and disadvantages of a number of models and approaches to the construction of BSC, the basic provisions and main principles of designing conceptual model of such system for bibliographic and information activities. The opinion is expressed that synergetic approach allows to create a model, providing fine and well-tuned strategy, formation of key performance indicators that contributes to improve the activities of institution engaged in the provision of library-bibliographic and information services.The author’s conceptual model of the balanced scorecard is presented graphically and described in detail. It meets the needs of RMLIC and logically fits into the control system of the institution operating in the conditions of continuous improvement of the Quality management system.

An approach to evaluate tactical decision-making in industrial maintenance

This work comprises a part of a global and modular framework for Maintenance Decision Support Systems, whose general objective is the proposal of a system that assists an expert in decision making for the design of maintenance program customized in a productive plant. This system starts from the alignment with the strategic objectives of the company, after with the tactical and operational maintenance. This paper deals the tactical goal, which defines a dynamic and graphic Balanced Scorecard to extracts knowledge and prediction of the indicators in the medium term. The proposed custom Balanced Scorecard design integrates the use of Pivot Tables and Pivot Charts in Microsoft Excel© with Machine Learning in Matlab©. We apply "Top-Down" strategies to address a very abundant data with Pivot Chart filters on a data. Artificial Neural Networks algorithms are used in order to recognize patterns and to establish a correspondence between input and outputs variables.